Leaders face numerous critical crossroads in their careers, moments that can provide extraordinary learning and growth opportunities or ensnare them and prevent further development. The good thing about these passages is that they’re predictable, and with proper preparation, leaders not only can survive them to become stronger but can use these experiences to enhance their leadership, compassion, and effectiveness. This book lays out thirteen specific “leadership passages” based on research, interviews, and coaching of senior executives in such well-known companies as Johnson & Johnson, Novarits, Intel, GE, and Bank of America. For each passage, the authors describe what to expect, how the passage constitutes a choice point, and what effective leaders do to navigate and grow from the challenge. Some of the passages include: moving into a leadership role for the first time, dealing with significant failure for which you are responsible, derailing/losing your job, being acquired/merging, losing faith in the system, understanding the importance of children, family and friends, and personal upheavals such as divorce, illness, and death. The authors provide a wealth of practical tools and techniques to improve your leadership, along with real-life examples from recognizable leaders and breakthrough ways in which companies can use the concept of leadership passages to grow talent.
|Series:||J-B US non-Franchise Leadership Series , #46|
|Product dimensions:||6.28(w) x 9.37(h) x 0.69(d)|
About the Author
James L. Noel, principal of CDR International, is the former director of executive education for General Electric’s Crotonville.
Norman Walker, until recently worldwide head of human resources of Novartis, has also served as the top human resource officer for Grand Met, Kraft Foods, and Ford Motor Company.
Most Helpful Customer Reviews
Authors David L. Dotlich, James L. Noel and Norman Walker connect the growing body of work about the emotional intelligence of leaders with the practice of executive coaching and leadership development. Where does emotional intelligence come from, and how can you stimulate its development in the next generation of leaders? The authors¿ answer is that growth is indivisible from pain and change. Any great leader fights personal and professional battles, and earns a few scars. The bottom line: what doesn¿t kill you makes you stronger. For individual leaders-in-training, the question is how to grow after being hit by life¿s curveballs. For firms, the question is how to incorporate executives¿ personal lives and career setbacks into their development as leaders. In this regard, the book bridges a gap in executive development literature. We very highly recommend it to those experiencing difficult transitions, and to human resource and development professionals.